Selling Design Sprints

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Do curso por University of Virginia

Running Product Design Sprints

349 ratings

University of Virginia

Running Product Design Sprints

349 ratings

Curso 2 de 5 em Specialization Agile Development

Typically, clients and managers don't want to pay for design (or strategy) -- they want ‘results’! Too often, this leads to solutions that just don’t make sense and aren’t valuable to anyone. Design sprints allow you to meet client's desire for quick, specific outcomes while making time to do things right. In this course, you’ll learn how to plan and run situation-appropriate sprints to avoid waste and deliver value sooner. We'll show you how to: - Plan, sell, and conduct design sprints that deliver valuable, actionable insights - Go out and learn who your customer really is and what’s important to them - Test your value propositions before you invest in building solutions - Test your user interface design to make sure it’s really usable - Focus and drive to actionable conclusions on questions of approach and architecture As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 25 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org. Prerequisites: Getting Started: Agile Meets Design Thinking or familiarity with agile and design thinking methodologies.

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Your Next Design Sprint

The role of the design sprint is to make (just enough) room to discover what will be valuable to your user before you start spending a lot of money to build a product. Given the failure rate of new products, this is a critical process--and surprisingly hard to sell to clients and managers. In this module, you'll learn how to plan and run effective design sprints that allow you the space to discover and still keep your team on track. By staying focused on outcomes in a defined time frame, you'll prove the value of design sprints to clients and managers.

The Design Sprint: What and Why?4:04

The Design Sprint: When and Who?8:24

Deciding Which Sprint to Do5:43

Selling Design Sprints3:49

Conheça os instrutores

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

Let's talk about how to sell this idea of the design sprint.

We talked earlier about how you might talk to your immediate colleagues about it.

Let's talk about how you sort of manage upwards to the executive or

maybe there's some project manager that's over the project.

Six tips.

One, don't make too big a deal about it.

You are going to tell them that hey, this is just a part of making sure we're

going to make some good software that's going to make the company money.

That's what most of these managerial audiences are ultimately going to

care about.

So, don't make too big a deal of hey, we're going to try this new thing and

it's really novel.

They probably won't like that.

They just want you to deliver valuable software.

And kind of apropos of that, how do you create linkages with what matters to them?

So we've learned about design thinking and empathy and

creativity, well apply that to your job of managing upwards.

So, what do they care about?

What are their drivers?

What are the things that are most important to them?

Because what they're telling you probably is hey,

I need this software delivered on time and it shouldn't break and whatever.

But the reality is that's not going to matter that much if the software isn't

relevant to users, they don't want a failure, nobody does.

So it's important to establish linkages with what you're doing to drive

to what's valuable with what they find important.

And they're probably are very closely aligned but you'll need to sort

of figure out how they think about those things and articulate that to them.

Don't overdo it, but just use your new found design thinking skills

when your managing upward, just consider that.

If part of your job here is to get buy-in to observe internal staff or

customers, or you basically have to convince somebody that is a manager or

a gatekeeper to some group of people that you want to observe that you're going to

go out and do that and it's going to be okay.

Make sure you're clear that you're just there to observe.

You're not there to evaluate or say anything or do anything.

That will help initiate that conversation in a way that's

less likely to freak them out.

This is kind of funny, but sometimes it's easier to sell the stuff as lean,

we're going to do something lean so

we don't create waste, rather than, to them, the more nebulous rubric of design.

And that has to do with some of these things we talked about in Course 1 about

the ascent of what's important to companies, innovation.

But the fact that design practices as a widespread thing that manages

understanding, it's still very nascent and

something that's still happening and increasing but

hasn't really gotten to kind of ubiquitous distribution on managers yet.

And don't lead with this,

because you don't, you want this to be a good news story, but there are some pretty

worrying figures about how much software users actually use.

And as I've said, we cite these different studies and they may or

may not apply to your situation, or they may apply to greater or lesser extent.

But the reality is that a lot of software's produced that

users don't like and don't care about.

And probably most people won't find that so shocking.

So, don't be afraid to mention that because we all get fixated on our

immediate deadlines but we all know that we care about our ultimate outcomes.

And that's a good way to talk about this with data if you're

company's very fact-driven or data-driven.

And improvise, if you can't sell

management on doing a one week design sprint, learn these techniques.

Go through these modules with me, and

you'll be able to integrate these individual activities into your regular

cadences, we'll talk about how to do that in Course 3.

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